Principles of Management Learning Session # 38 Dr. A. Rashid Kausar
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Transcript of Principles of Management Learning Session # 38 Dr. A. Rashid Kausar
Principles
of
Management
Learning Session # 38
Dr. A. Rashid Kausar
Re-cap
of
Session # 37
Behavioral Theories
Knowing the ways how effective leaders
behave would provide basis for
training other leaders !
Leadership Schools
2. Behavioral Models
--Iowa Studies--Michigan Studies
--Ohio State Studies
--Leadership Grid
Leadership BehaviourLeadership Behaviour
Iowa Studies( By Kurt Lewin)
Explored three leadership styles
related to performance!
Leadership StylesLeadership Styles
1. AutocraticLeader dictated the work methods.
2. DemocraticInvolved staff in decision making.
3. Laissez-FaireGave the group complete freedom.
Leadership BehaviourLeadership Behaviour
Michigan StudiesEmployee centred
leaders superior to Job or Production centred
leaders?
Leadership BehaviourLeadership Behaviour
Ohio State StudiesSuggested that the ideal was
for leaders to combine
job-centred-ness (Initiating Structure) with an ability to
build mutual trust with subordinates (Consideration).
Leadership gridLeadership grid(1, 9) Country Club Management
(9, 9) Team Management
(5, 5) Middle of the Road Management
(1, 1) Impoverished Management
(9, 1) Authority– compliance
1 2 3 4 5 6 7 8 9
1
2
3
4
5
6
7
8
9
Concern for Production
Co
nce
rn f
or
Peo
ple
Contingency Theories Of Leadership
Contingency Theories Of Leadership
Basic Assumptions
1. Leader’s effectiveness depends on the situation.
2. Must isolate situational conditions or
contingencies.
Leadership Schools3. Situational (Contingency)
Models1. Fiedler’s Model
2. Path Goal Model
3. Hersey and Blanchard Leadership approach
4. Leaders Member Exchange Model
Situational TheorySituational Theory
Theories of leadership taking into consideration important situational factors and related leadership styles.
Fiedler’s Contingency Theory
Fiedler’s Contingency Theory
GroupPerformance
GroupPerformance
=
LeadershipStyle
LeadershipStyle
SituationalFavorableness
SituationalFavorableness
Putting Leaders in the Right Situation:
Putting Leaders in the Right Situation:
Least Preferred CoworkerLeast Preferred Coworker
Situational FavorablenessSituational Favorableness
Matching Leadership Stylesto Situations
Matching Leadership Stylesto Situations
Leadership Style:Least Preferred CoworkerLeadership Style:
Least Preferred Coworker
Leadership style is the way a leader generally behaves
toward followers.Style is measured by the
LPC Scale!Relationship-oriented Style
Task-oriented Style
Situational Favorableness
Situational Favorableness
How a particular situation affects a leader’s ability
to leadThree factors
1. Leader-member relations2. Task structure3.Position power
Situational Favorableness
Situational Favorableness
Leader-MemberRelations
Good Good Good Good Poor Poor Poor
TaskStructure
High High Low Low High High Low
PositionPower
Strong Weak Strong Weak Strong Weak Strong
Situation I II III IV V VI VIIFavorable Moderately Favorable Unfavorable
Leader-MemberRelations
Good Good Good Good Poor Poor Poor
TaskStructure
High High Low Low High High Low
PositionPower
Strong Weak Strong Weak Strong Weak Strong
Situation I II III IV V VI VIIFavorable Moderately Favorable Unfavorable
Matching Leadership Styles to Situations
Matching Leadership Styles to Situations
Leader-Member Relations
Good Good Good Good Poor Poor Poor
Task Structure
High High Low Low High High Low
Position Power
Strong Weak Strong Weak Strong Weak Strong
Situation I II III IV V VI VII Favorable Moderately Favorable Unfavorable
Leader-Member Relations
Good Good Good Good Poor Poor Poor
Task Structure
High High Low Low High High Low
Position Power
Strong Weak Strong Weak Strong Weak Strong
Situation I II III IV V VI VII Favorable Moderately Favorable Unfavorable
GoodTask-OrientedLeaders
PoorRelationship-OrientedLeaders
Path-Goal TheoryPath-Goal Theory
LeadershipStyles
LeadershipStyles
Subordinateand
EnvironmentalContingencies
Subordinateand
EnvironmentalContingencies
OutcomesOutcomes
Path-Goal TheoryPath-Goal TheorySubordinate Contingencies•Perceived Ability•Locus of Control•Experience
Subordinate Contingencies•Perceived Ability•Locus of Control•Experience
Environmental Contingencies•Task Structure•Formal Authority System•Primary Work Group
Environmental Contingencies•Task Structure•Formal Authority System•Primary Work Group
Outcomes•Subordinate satisfaction•Subordinate performance
Outcomes•Subordinate satisfaction•Subordinate performance
Leadership Styles•Directive•Supportive•Participative•Achievement-Oriented
Leadership Styles•Directive•Supportive•Participative•Achievement-Oriented
Leadership StylesLeadership Styles
1. DirectiveClarifying expectations and guidelines
2. SupportiveBeing friendly and approachable
Leadership StylesLeadership Styles
3. Participative
Allowing input on decisions
4. Achievement-Oriented
Setting challenging goals
When to Use Leadership Styles
When to Use Leadership Styles
Directive Leadership Supportive Leadership Unstructured tasks Inexperienced workers Workers with low perceived ability Workers with external locus of
control Unclear formal authority system
Structured, simple, repetitive tasks
Stressful, frustrating tasks When workers lack confidence Clear formal authority system
Participative Leadership Achievement-Oriented Leadership Experienced workers Workers with high perceived
ability Workers with internal locus of
control Workers not satisfied with rewards Complex tasks
Unchallenging tasks
Directive Leadership Supportive Leadership Unstructured tasks Inexperienced workers Workers with low perceived ability Workers with external locus of
control Unclear formal authority system
Structured, simple, repetitive tasks
Stressful, frustrating tasks When workers lack confidence Clear formal authority system
Participative Leadership Achievement-Oriented Leadership Experienced workers Workers with high perceived
ability Workers with internal locus of
control Workers not satisfied with rewards Complex tasks
Unchallenging tasks
Hersey and Blanchard’s Situational Leadership
Theory
Hersey and Blanchard’s Situational Leadership
Theory
WorkerReadiness
WorkerReadiness
LeadershipStyles
LeadershipStyles
H&B Contingency Theory
H&B Contingency Theory
Four leadership styles defined by the two
dimensions i.e.
1. Task Behavior and
2. Relationship Behavior!
Leadership StylesLeadership StylesTelling
(R1)
Telling(R1)
Selling(R2)
Selling(R2)
Participating(R3)
Participating(R3)
Delegating(R4)
Delegating(R4)
High task behaviorLow relationship behavior
High task behaviorLow relationship behavior
High task behaviorHigh relationship behavior
High task behaviorHigh relationship behavior
Low task behaviorHigh relationship behavior
Low task behaviorHigh relationship behavior
Low task behaviorLow relationship behavior
Low task behaviorLow relationship behavior
H&B Leadeship ModelH&B Leadeship Model
H&B Contingency Theory
H&B Contingency Theory
Tests of the theory have yielded
disappointing results
LMX Leadership ModelLMX Leadership Model
Leader Member Exchange approach stresses the
importance of variable relationships between
supervisors and each of their subordinates.
LMX Leadership ModelLMX Leadership Model
Leaders form unique independent relationships with each subordinate in
which the subordinate becomes a member of the
leader’s out-group or in-group.
LMX Leadership ModelLMX Leadership Model
Leader
Subordinate1
Subordinate2
Subordinate3
Subordinate4
Subordinate5
Out-Group In-Group
Cutting-Edge Approaches To
Leadershipor
StrategicLeadership
Cutting-Edge Approaches To
Leadershipor
StrategicLeadership